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Leadership for Behavioral Science

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  1. 1. what did we do?
  2. 2. what did we do?
  3. 3. Definitions of Leadership are somewhat elusive. Warren Bennis writes in On Becoming a Leader that "leadership is like beauty: it's hard to define, but you know it when you see it"; and that "The ingredients of leadership cannot be taught. They must be learned.” It is a relationship through which one person influences the behavior or actions of other people. Leadership is, however, a dynamic process and the leader/follower relationship is reciprocal.
  4. 4. HILL’S MODEL
  5. 5. Self-leadership is the practice of intentionally influencing your thinking, feeling and behaviors to achieve your objective/s (Bryant & Kazan 2012) Self-leaders have a drive for autonomy, can make decisions, are more creative and persist, even in the face of adversity. Some of the intentional behaviors that characterize Self-leadership are; self- awareness, self-goal setting, self-motivation, positive self-talk, assertive communication and the ability to receive and act on feedback. Becoming a Self-leader and maintaining Self-leadership is a self-development activity; but organizations that encourage Self-leadership reap the benefit. self
  6. 6. It provides strong motivation to the manager Leaders do not entertain any suggestions or initiatives from subordinates All decision- making powers are centralised in the leader autocratic It permits quick decision- making, as only one person decides for the whole group and keeps each decision to himself until he feels it needs to be shared with the rest of the group.
  7. 7. It practices social equality It promotes interests of the group members This has also been called shared leadership. democratic The democratic leadership style consists of the leader sharing the decision- making abilities with group members
  8. 8. The subordinates are motivated to be creative and innovative. A person may be in a leadership position without providing leadership, leaving the group to fend for itself. laissez faire Subordinates are given a free hand in deciding their own policies and methods.
  9. 9. The narcissism  may range from anywhere between healthy and destructive This leader exhibits the characteristics of a narcissist: arrogance, dominance and hostility Their priority is themselves at the expense of their group members The leader is only interested in himself narcissistic To critics, "narcissistic leadership (preferably destructive) is driven by unyielding arrogance, self-absorption, and a personal egotistic need for power and admiration."
  10. 10. narcissistic
  11. 11. narcissistic
  12. 12. A toxic leader is someone who abuses the leader– follower relationship by leaving the group or organization in a worse- off condition than when he/she joined it. TOXIC
  13. 13. task and relationship Task-oriented leader is focused on the tasks that need to be performed in order to meet a certain production goal They are generally more concerned with producing a step-by- step solution for given problem Not concerned with the idea of catering to group members, and more concerned with acquiring a certain solution to meet a production goal For this reason, they typically are able to make sure that deadlines are met, yet their group members' well-being may suffer. Relationship-oriented leadership is a contrasting style in which the leader is more focused on the relationships amongst the group Leader is more concerned with the overall well-being and satisfaction of group members Focused on developing the team and the relationships in it The positives being that team members are more motivated and have support However, the emphasis on relations as opposed to getting a job done might make productivity suffer.
  14. 14. Jenny Sreyashi Amaya Laxmi Mubashshiw Noorain Vaishnavi Lead well!!!